DevOps is a movement. DevOps is a mindset. DevOps is devs and ops working together. DevOps is a way of organizing. DevOps is continuous learning.
The intangibility of DevOps makes it hard for leaders to come up with a clearcut roadmap for adopting DevOps in their organization. The meaning of DevOps is highly contextual, there are no popular methodologies with prescribed practices to abide by.
However, healthy organizations exhibit similar patterns of behavior, organization and improvement efforts. In this series we explore some of those patterns through testimonies from their practitioners and through analysis by consultants in the field who have been exposed to multiple DevOps adoption initiatives.
A short year ago, DevOps was considered to be in its infancy, and if you were a major organization outside of the “unicorns” and early adopters experimenting with DevOps models and continuous delivery, you were well ahead of the curve. A testament to the fast-paced world IT leaders operate in today, DevOps practices are now being implemented by the most recognized brands across every major industry vertical and playing a significant role in culture, leadership, and business transformation.
According to Gartner, CIOs are increasingly turning to agile software development methodologies to meet the demands of rapidly evolving digital businesses because traditional project and development methods are not sufficiently responsive. However, Gartner warns that successful adoption of agile will occur "only if the CIO and the entire IT management team are dedicated to the culture change that is necessary."
In every organization, separate operational groups exist in IT, business and security. These groups often have different priorities, which can lead to conflict. Successful security leaders align the three operational groups to assure security and compliance. Ultimately, this alignment is best achieved when security priorities and goals are driven through business operations, not IT Operations.